Recently, Taco Bell offered it’s 6 million Facebook fans a free taco redeemable with no strings attached at any participating location. Interestingly, only 3% of fans took up the offer. So, what is it that makes a freebie valuable? What made Taco Bell’s offer so unappealing to its Facebook fans?

For starters, a 99 cent taco lacks the perceived (and real) value that gets a person excited about receiving a prize. While its great to win anything, 99 cents is easily replaced.

This blog thinks a lack of exclusitivity is what made the promotion fail. Though it may be true that a promotion corresponding with a new product launch may have increased the perceived value of the giveaway, I do not believe it was the number one deterrant to it’s success.

So what was?

In my opinion, it was the effort required to redeem the prize that was the biggest problem. When you think about successful promotions like Tim Horton’s Roll Up the Rim to Win campaign, customers can redeem prizes instantly. Taco Bell put too many barriers in place for customers to the point that, even if they wanted the free taco, it wasn’t worth the effort. When it comes to promotions, instancy is the name of the game.

Though the online landscape has opened doors to interaction between brands and customers online, instant access to physical products has been a barrier to the success of numerous campaigns. Brands must figure out a new approach to these types of giveaways if they wish to make them worthwhile going forward.

In an increasingly mobile world, the need for content on Smart Phones and tablet devices can’t be ignored. But how much should companies be investing to stay on the cutting edge? With mobile applications still in their infancy and the cost of app development seemingly unmanageable for most small companies, the search for reasonable alternatives begins.

Mygazines offers a great option for anyone from a freelance writer to a large publishing company looking to make their content mobile-ready, at a reasonable cost. The service has some impressive marketing functionality as well, with options for content sharing, social media integration, built in RSS feeds and video integration. The only catch is that the services requires a browser to launch; which takes most e-readers off the market.

Today, the need for app development may be dependent on a number of factors including; industry specific requirements, the types of content being displayed and the price customers are willing to pay to get what they want. For everyone else, there’s solutions like Mygazines to meet customer needs without breaking the bank.

With gas prices higher than they’ve ever been (and the obvious consumer discontent associated) it got me thinking about the threshold that exists for price increases. Gas is obviously a commodity that people need to get around, but at what point do people get so frustrated with the cost that they look to alternative forms of transportation? In some cases high prices are bearable and not worth the additional effort necessary to change a daily routine. However; there has to be a threshold at which people decide enough is enough. In most cases that threshold will probably be dependent on the cost of switching to a different brand or in this example, method of transportation.

Often publishing companies that operate on a subscription model battle with the best approach to annual price increases. As a product’s readership decreases the price needs to increase to maintain consistent revenues. But at what point will the customers that purchase the product look for an alternative because the cost of the product is simply no longer worth the value they receive in return?

The Van Westendorp Price Sensitivity Meter is an approach to researching pricing that asks the following 4 key questions to set a range within which people will continue to purchase the product in question:

1) At what price do you begin to think a product is too expensive to consider?
2) At what price do you think a product is so inexpensive that you would question the quality and not consider it?
3) At what price do you think a product is getting expensive, but would still consider it?
4) At what price do you think the product is a bargain?

In the digital age, one thing publishers have struggled with is putting a value on “content”. Most consumers expect that the cost of a book be significantly less on a tablet because there are no costs associated with a physical product. By implementing a Van Westendorp Study, you can more effectively use customer feedback to set prices in the range that optimizes sales and keeps customers satisfied.

I recently had a debate with several colleagues about the following question; would you rather be the best in the world at one specific task or a jack of all trades? Viewpoints on the question were mixed.

On one hand, being the best in the world makes you an authority on whatever it is you are the best at. A jack of all trades may have a wide range of talents, but is unlikely to be called upon for knowledge on one particular subject.

On the other hand people that are the best at what they do spend endless hours perfecting their craft, but are often one dimensional. What does a professional athlete do after his or her career is finished? Malcolm Gladwell’s title “Outliers” suggests that it takes 10,000 hours for someone to master their craft. That’s over five years (based on a 37.5 hour work week) of working on only one specific task.

Product Management is one career path where it’s viewed as beneficial to have expertise in a number of areas. As the link between a number of organizational functions including technology, marketing and sales – having broad knowledge is important for developing the trust and support of the stakeholders Product Managers work with on a daily basis. A Software Product Manager without technical expertise may have difficulty communicating customer needs to the internal technology team. An effective product manager though, must also be able to communication benefits to the product’s end user in a way they’ll understand.

In Product Management, being the best in the world is not a matter of mastering one particular task. What are the key factors to perfecting your craft?

The Harvard Business Review published this article last week discussing a question we’ve all undoubtedly asked ourselves, “where will I be five years from now?”.

To me though, the more important question is “where do I want to be five years from now?”. Whether you’re a student, an entrepreneur or the CEO of a fortune 500 company, your goals are only as good as the plan you put in place to achieve them.

Over time circumstances will change and what you once believed would be you “five years from now” may not become your reality. Where you are five years from now will depend on the path you take to get there and the critical decisions you make along the way. As they say, you miss 100% of the shots you never take. It’s easy to dream big, but it take guts to make it your mission to achieve them.

With the pace at which the online landscape is evolving, it’s easier than ever to become complacent and fall behind competition. Businesses that are making the transition online need to recognize the importance of paying particular attention to factors that are likely to affect the future direction of their industry. The following is a list of what I believe are the best ways to stay on the cutting edge and position your organization for the future.

1. Know What Your Competition is Doing

While we’d ideally like to be ahead of our competition, knowing what they’re doing today will give pointers to where they are headed.

2. Listen to Your Customers

They may not be able to tell you exactly what they want, but gaining insight to how they’ll use your products is essential to building irreplaceable solutions.

3. Hire for technical expertise

Today everything is happening online. If you don’t have the technical expertise, you’ll be left in the dust. Even worse, the longer you wait to adapt to new technologies the harder it will be to get back into the game.

4. Do as an Entrepreneur Would

With the pace at which businesses and technologies are moving today, bureaucracy should be avoided at all costs. Put decision making in the hands of people capable of making the right decisions and give your products a chance to grow.

5. Involve Organizational Youth in Decision Making

A colleague recently told me that he heard “if you want to understand why Blackberry Messenger (BBM) is so popular, you’ll have to ask your kids”. The youth may not have as much experience, but in many cases they’re closer to the innovations that will allow your business to flourish. Don’t forget their voice.

If you’ve seen 3M’s latest efforts to sell Post-It Notes, you might be puzzled by what seems a non-traditional approach. Post-It Notes’ current marketing campaign has targeted what was once a secondary customer group; the at home user.

In an increasingly paperless world Post-It Note usage in office environments will undoubtedly continue to decrease forcing 3M to proactively consider what other potential customers will contribute to revenue going forward. While it may be some time before Post-It Notes are considered completely obsolete, the brand is smart to push for market growth in alternative customer segments.

Facing similar problems to the publishing industry, 3M is clearly attempting to make the most of it’s traditional business model while it searches for new revenue streams to fill the void that will one day exist in it’s office product line. Innovative publishers must take a similar approach as they search for new opportunities in the digital space.